The 6 Most Important Things Employees Need From Their Leaders To Realize High Potential

Last week I wrote about how to make leadership and the workplace fun again, and it inspired me to ask a group of 100 high-potential employees what they wanted most from their leaders. Every high-potential works to climb the corporate ladder quickly as they are eager to lead. But even high-potential employees need unwavering support from their leaders to reach their ultimate career goals and potential. Leaders must take responsibility to assure these employees stay on track and help minimize any disruption that may slow down their momentum.

In a Harvard Business Review blog, Douglas A. Ready, Jay A. Conger, and Linda A. Hill ask the question: Are You a High Potential? They describe high-potentials as employees who deliver strong results, master new types of expertise, and recognize that behavior counts. The authors also note that high-potentials have the following four intangible X factors that truly distinguish them from the pack:

Drive to excel

Catalytic learning capability

Enterprising spirit

Dynamic sensors

According to the authors’ research, companies designate the top 3% to 5% of their talent as high-potential.

High-potential employees earn the opportunity for advancement. They sustain their momentum and high-potential designation by holding themselves accountable as much as their leaders as they work toward their career goals. High-potentials aren’t guaranteed long-term success and must avoid complacency along the way. Though dedicated to their careers and the companies they serve, they can’t reach their goals alone. They require advocates who can guide them in the right direction, grant access to new doors of opportunity, and help them navigate the competitive terrain.

Early in my career, I was a high-potential employee being groomed for an executive position in the organization. I quickly learned that I had to figure out how to manage this responsibility on my own, and this is why I now say that high-potentials need an advocate. The performance expectations were heightened by everyone from peers to board members, all of whom became keen observers of my attitude, approach, demeanor and potential executive presence. For those who wanted me to fail, I realized I needed to be much more self-aware of my actions.

My journey became more than just a job; it was a political tug-of-war where my decision making, my ability to lead and influence outcomes for the better were being carefully scrutinized. Luckily for me, I had a boss who had my back, gave me access to tools, resources and the unwritten rules, and helped me navigate any potential obstacles along the way.

If you are an employee looking to become a high-potential candidate or you already are one, here are the six most important things that are required from your leader to assure your career stays on track – and doesn’t get derailed by people motivated by envy, jealously or the desire to be in your shoes.

1. Feel Valued and Respected

Employees want to feel valued and respected. They want to earn their leaders respect but equally desire their leaders not to judge them (for whatever reason). No unconscious bias allowed.

Employees want to be fairly compensated and never taken advantage of by their boss. They want a transparent relationship with their leader – one that allows them to share their opinions and points of view without running the risk of looking disloyal or untrustworthy.

2. Sponsor Advancement

Employees want a leader that has their back and is willing to open new doors of opportunity. Sounds like a nice gesture but this is asking a leader to do a lot when they already have their hands full. Sponsoring an employee’s advancement signifies the ultimate commitment.

I’ve been told many times by executives that sponsorship is something that must be earned – to attain it but also to sustain it. Sponsorship automatically puts a leader at risk and thus employees must go about their relationships with a mindset of delivering their “A-game” at all times.

Employees that seek the opportunity for advancement desire to be challenged by their leaders. As a leader, are you capable of this? My organization found it surprising that only 60 percent of leaders are able to consistently challenge their employees to perform and compete at higher levels.

3. Genuinely Invest in Growth & Development

Employees know when their leaders are ready to invest their time and company resources to assure their professional growth and development remains on track. Employees don’t want their leaders to throw them a bone of recognition, they desire a long-term investment in their growth from their leaders to assure their skill sets stay ahead of the curve.

I was fortunate in my early career because my leader supported my ongoing professional development to not only assure that my skill-sets were in alignment with my career goals and the needs of the organization – but also so I would feel valued enough to stay at the company. When you are a high-potential employee, the executive recruiters start to call and one can become easily tempted to consider other options. A genuine investment that reflects a long term commitment in an employee’s future with the organization is a great way to retain top talent.

4. Exposure to People of Influence

Employees with lofty career aspirations want a leader that will give them a seat at the table. They want a leader who has enough self-trust and confidence to let their subordinates in the room with their own boss. High-potential employees want their capabilities to be showcased by those in roles of influence. The high-potential employee knows that their talent is constantly being evaluated within an organization and in such a high-pressure environment, it’s not always easy for their potential to be discovered by people of influence.

The best leaders are the ones that inherently know their leadership is being evaluated when they showcase the talent of their high-potentials. If they don’t see it that way, then there exists a problem that puts the high-potentials’ futures at risk.

5. Don’t Be Threatened

Employees want confident leaders that are not threatened by their potential. It becomes increasingly difficult for employees to advance when they have a boss that is only looking out for themselves.

I’ve learned that leaders who are threatened by top talent eventually become followers. It is a leader’s responsibility to discover and groom their successor. Instead of being threatened, they should spend their time becoming a better leader who can more effectively serve others without fearing their job is at risk.

6. Encourage Risk Taking and Exploration

High-potential employees want a leader that allows them to learn from their mistakes and guides them to overcome the burdens associated with failure. If a leader limits their employees’ ability to unleash their passionate pursuits of excellence, they will never discover their full potential.

Employees want leaders to trust them, not micromanage them. They want leaders to encourage risk taking and exploration that allows them to learn and cultivate capabilities on the job. If not, how else will they earn trust?

One of the most defining moments in my career happened when my boss allowed me to assume full responsibility for our largest client. I will never forget being asked to negotiate the annual contract with our client’s most senior executives at their headquarters. Needless to say, it was quite a moment to be in a room with these four powerful people. Because I was guided rightly, those four people never realized they were negotiating with a 24-year-old on the fast track. I walked out of the room knowing that I was capable of high-potential because I had just negotiated a multimillion dollar deals. But I also learned that in the end, it’s about earning respect when dealing with people.

My boss but me in multiple situations to learn this early in my career and trusted me enough to put my capabilities to the test. Leaders that know how to do this with their top talent will find themselves enjoying long term success.

I am a former C-suite corporate executive and entrepreneur of several successful companies, including my current business, Glenn Llopis Group: a nationally recognized workforce development and business strategy consulting firm. Most of my writings, speaking engagements and c...